foreign exchange risk management in the canadian department of
Transcription
foreign exchange risk management in the canadian department of
MILITARY ECONOMICS THE HIDDEN COST OF OPERATIONS: FOREIGN EXCHANGE RISK MANAGEMENT IN THE CANADIAN DEPARTMENT OF NATIONAL DEFENCE by Naceur Essaddam, Christopher H. Bucar and Richard A. Groves T he Canadian Department of National Defence (DND) is a public institution charged with defending Canada, defending North America and contributing to international security. It is because of these latter tasks that DND is required to undertake activities outside of Canada, and, in so doing, incur financial risk in the form of exposure to foreign currency exchange rate fluctuations. Furthermore, given Canada’s relatively small defence industrial base, the Department also sustains foreign exchange risk in the acquisition of the equipment and supplies needed to conduct military and security operations. As a consequence, the failure to mitigate this risk results in DND incurring hidden costs in the execution of the Defence Services Program (DSP) 1 and this compromises the stewardship of scarce defence resources. In recent years, DND has recognized that risk management is an essential component of effective decision-making and good management practices. 2 It was even proposed by the Chief of Review Services in 2000 that, in the field of risk management, DND needs to examine those risks that it is not ‘world class’ at managing, and then assess the economics of transferring such risks to those better able to manage them. In particular, according to Bodnar et al, the transference of financial risk is common practice in multinational corporations (MNCs) through the Winter 2005 – 2006 ● Canadian Military Journal use of various financial and non-financial hedging techniques. Notwithstanding that current Government of Canada financial regulations permit the use of financial derivatives, 3 and despite the widespread adoption of hedging by the private sector, there has been limited application of proven financial hedging techniques by the Government of Canada. Similarly, the use of hedging techniques has also been adopted by institutions within other governments. Among the first to adopt this financial risk perspective has been the United Kingdom’s Ministry of Defence, 4 and the New Zealand Defence Forces, 5 who implemented a foreign currency exposure risk management policy using foreign currency hedging practices. Even though these governments have implemented private sector hedging practices, within the Canadian public sector and DND there is a common misconception that hedging is tantamount to speculation. As a result, risk management has emphasized event and technical risk (i.e., environmental, health and Doctor Naceur Essaddam is an Assistant Professor in the Department of Business Administration at the Royal Military College of Canada. Major Christopher Bucar is the Deputy Base Commander of Canadian Forces Base Petawawa. Major Richard Groves is the Acting Material Group Comptroller 5 at National Defence Headquarters in Ottawa. 61 DND photo Ka2004-R102-073a b y C o r p o r a l C h r i s C o n n o l l y, O p A t h e n a R o t o 1 The first 18 of 60 Mercedes-Benz G-Wagons at Kabul’s airport in March 2004. Part of the Light Utility Vehicle Wheeled acquisition, the total project cost is $C 306 million, and it represents greater than 90 percent exposure to the Euro. safety issues) surrounding the conduct of military operations or the acquisition of equipment, and it has not considered the risk associated with foreign currency fluctuations. Consequently, the interpretation of financial risk within the Department has been relatively limited, concentrating on accounting and budgetary transactional issues. Therefore, the objectives of this article are to introduce the concept of foreign exchange risk management, to present a new framework for the management of foreign exchange risk, and to propose an implementation strategy for the Department of National Defence . In Section I we will develop further the motivation for hedging within DND. Section II will describe the existing DND budget process in order to explore the potential to apply proven financial hedging techniques to the management of foreign exchange risk. In Section III, we will outline a hypothetical financial hedging strategy for reducing the risk associated with foreign currency fluctuations, and Section IV will consist of our findings and recommendations. I– T The Motivation for Hedging currency expenditures. By increasing the certainty of cash flows, hedging supports budgetary planning and capital allocation decisions through the continuous management of forecasted transactions. Hedging foreign currency exposure would be beneficial to DND, considering Canada’s relatively small defence industrial base that requires DND to source much of its materiel and service needs from outside Canada. As a consequence, the Department is exposed to a sizeable foreign exchange risk in the acquisition of the equipment and the supplies and services needed to conduct military and security operations. Since 1994, the magnitude of DND’s foreign exchange exposure has increased – due to sustained periods of extensive overseas operations, and increased levels of foreign procurement. Specifically, for the period April 1994 to October 2002, DND incurred foreign currency exposure of $6.5B Canadian dollars on $101.2B in expenditures, representing an average of 6.4 percent annually in support of the Defence Services Program (DSP). The existence of economies of scale is another reason to consider foreign currency hedging, considering DND’s foreign currency exposure is of sufficient magnitude to take advantage of the benefits of financial hedging instruments. For example, DND’s foreign currency exposure over the period 1994 to 20017 went from $519M to $1.19B, which would be sufficient to generate the economies of scale necessary to maximize the benefit of financial hedging.8 In addition to the magnitude, the timing of the exposure is another critical aspect of financial hedging. Fully 89 percent9 of DND’s annual foreign expenditures – which include capital acquisition expenditures, grants and contributions made to foreign agencies and alliance obligations, and the cost of foreign operations – are known with a lesser degree of uncertainty in terms of magnitude and timing. Before presenting the new framework for foreign currency risk management, it is necessary to understand how foreign currency exposure is considered during the DND budgetary process. II – The Existing DND Budget Process and Foreign Exchange Exposure T o better understand the utility and application he hedging of foreign exchange risk refers to techniques of financial hedging to mitigate the effects of undertaken by a firm in order to mitigate the impact of foreign exchange risk, it is first necessary to explore adverse exchange rate fluctuations on the value of the firm. the current DND budgeting and expenditure processes More specifically, private sector firms use financial hedging in relation to foreign currency rate as protection against unexpected exchange fluctuations. The budget planning rate movements in order to minimize the “In recent years, process commences in March-June impact of foreign exchange rate fluctuations DND has recognized of the preceding year, and, using on future cash flows. This, in turn, reduces the forecasted foreign exchange cash flow uncertainties, improves financial that risk management rates prepared by the DND Director decision-making, and facilitates cash is an essential Budget (DB) for selected foreign conservation and planning for capital 6 component of effective currencies, anticipated foreign currency needs. Similar to the private sector, many budgetary requirements are converted of these benefits could equally accrue decision making and into Canadian dollars. Adjustments to DND. In this regard, the paramount good management to budget amounts are possible up rationale for financial hedging is that it can practices.” until government approval, and then, reduce the adverse impact of foreign during the fiscal year, budgets may exchange rate volatility on DND’s foreign 62 Canadian Military Journal ● Winter 2005 – 2006 A s noted by Lewent and Kearney, and also Brown at References, a prerequisite for implementing a foreign exchange risk management strategy requires that firms have the ability to generate exchange rate forecasts that can be used to develop a hedging strategy, and to select the most appropriate financial instruments to fulfill that strategy. The Department does not use its forecasted foreign currency exchange rates as a benchmark for evaluating a foreign exchange risk management program. Rather, it is used only for budgetary planning purposes. Consequently, DND must maintain contingency reserves as a measure to mitigate foreign currency fluctuations. w w w. r a y t h e o n . c o m From this budgetary cycle, foreign exchange exposure manifests itself in two forms. The first is in the variance between exchange rates applied at the time of budgeting, compared to the rates when the obligations are liquidated. These differences are generally absorbed in the local budgets being used to procure the goods or services. The second form relates to the variance in exchange rates applied at the time obligations are liquidated and the exchange rate applied by counter parties. A corporate gain or loss on exchange account is used to capture the differences in the liquidated and counter party rates when a payment instrument is used for a foreign currency obligation. MILITARY ECONOMICS be adjusted through supplemental We have demonstrated that the “From this budgetary estimates. Managers are expected to motivation to hedge exists in DND and use this internal forecasted rate to assess have shown how the Department currently cycle, foreign exchange the impact of foreign currency fluctuations handles foreign exchange exposure within exposure manifests on their plans and operations when its current budgetary process. The next itself in two forms.” determining initial budget allocations and section will discuss a new framework conducting budget reviews. By so doing, for foreign exchange risk management. managers are able to develop contingency reserves to mitigate the effects of adverse currency III – New Framework for Foreign Exchange Risk movements, and, if required, to request additional funds. Management The Improved Point Defence Missile (Evolved Sea Sparrow Missile), which will be fitted to the Halifax Class Frigates. The total project cost is $C513 million, and it represents greater than 95 percent exposure to the US dollar. Winter 2005 – 2006 ● Canadian Military Journal 63 For example, capital acquisition projects, which are often susceptible to currency fluctuations, are mandated to maintain a contingency reserve ranging from 5-to-15 percent of the project’s estimated cost as a risk mitigation measure.10 These funds represent opportunity costs to the department, as they are not available for more productive or essential activities. In effect, foreign exchange exposure is ultimately passed through to the Canadian taxpayer, or it is simply absorbed within the Department and results in a diminished defence capability, thereby further exacerbating an already tenuous situation of declining real defence purchasing power. The nature of the DND foreign exchange exposure comes from the fact that we must pay much of our foreign obligations in a foreign currency. To do this, we essentially convert the foreign currency expenditures into Canadian dollars at the time the obligation is liquidated, and, in so doing, subject ourselves to currency fluctuations. One financial instrument to reduce this fluctuation is the forward contract. A forward contract is a private contract negotiated in the present that gives the contract holder both the right and full legal obligation to conduct transactions at a specific future time involving a specific quantity and type of asset at a predetermined price. For example, DND could agree today to purchase a certain amount of a foreign currency with a financial institution for delivery on a specific future date at a specific exchange rate. The contract may be customized for almost any amount and maturity date, and does not require a capital outlay. Generally, private firms enter into contracts to eliminate the impact of any unfavourable exchange rate changes. The forward contract is the simplest hedging instrument, and it is the most commonly used one in the private sector. Our proposed framework for hedging foreign currency risk uses forward currency contracts for several reasons. First, the forward currency market represents the world’s largest foreign exchange derivatives market, thereby contributing to the instrument’s liquidity. Second, these instruments provide conventional maturities, i.e., 30, 60, 90, 180 day and one year,11 that better match the DND budgeting and expenditure cycle. Third, these instruments do not require the upfront payment of a premium or the maintenance of a margin account, thereby precluding the need for substantial cash outlays. Finally, the use of forward contracts would also have the effect of eliminating the differences between the budgeted and actual expenditure, thus offering a greater degree of stability in the planning, budgeting and liquidating of foreign currency obligations by isolating the effect of foreign exchange exposures. 64 DND could effectively use forward contracts to reduce its exposure to currency fluctuations involving probable anticipated, but not tightly committed, transactions, and those transactions with firm foreign currency commitments. To do so would require the implementation of a framework that first identifies, then assesses controls and monitors the risk. A key component of this framework would be a policy describing the Department’s foreign exchange risk mitigation strategy that articulates the risk tolerance levels for foreign currency fluctuations, and prescribes a hedging strategy for mitigating those risks deemed outside the tolerance levels. The hedging strategy would specify the limits on the types, notional value as a percent of exposure, and the timing of forward contract (or other derivative instruments) positions, as well as the exact procedures to be followed by all individuals involved with hedging foreign exchange transactions. The policy would also outline the separate responsibilities for executing hedging transactions, and for accounting and control activities. Senior management oversight would be provided in the form of a multidisciplinary financial risk management committee (FRMC) comprised of senior departmental comptrollers. This committee would meet to review hedging strategy performance, prepare quarterly reports to senior management, and would be accountable directly to the most senior levels of the department, the Program Management Board (PMB). “Senior management oversight would be provided in the form of a multidisciplinary financial risk management committee (FRMC) comprised of senior departmental comptrollers.” The actual execution of the hedging strategy could be done by a small group of experienced individuals organized into a financial risk management unit (FRMU) and responsible for accomplishing the hedging strategy approved by the FRMC. The FRMU would be responsible for determining currency forecasts, as well as the overall value at risk to the Department as a result of foreign currency exposure. The group’s activities would also include liaising with the Bank of Canada’s (BoC) Risk Management Unit, as well as the Receiver General of Canada (RG) and Public Works and Government Services Canada (PWGSC) to ensure the seamless execution of hedging transactions. As depicted in Figure 1, the practice of implementing a hedge would centre around the determination of a currency forecast, often referred to as the internal hedge rate, as the basis for internal planning and evaluation. This indicator would then be used by resource managers to prepare a forecast of anticipated foreign currency expenditures/ revenues by activity/program, which would, in turn, be identified in the annual business plans. From these business plans, the FMRU would then organize the forecasts by month for the various foreign currency exposures. Based on the forecasted exposure and other macro-economic factors, a hedging strategy (i.e., timing, duration, percentage, currency, and so on) would be devised and submitted to the FRMC for approval. When a particular hedging strategy is approved, the FRMU would execute the trades in conjunction with Canadian Military Journal ● Winter 2005 – 2006 FRMU/DB Update Business Plan Senior Managers MILITARY ECONOMICS Prepare Internal Hedge Rate Determine exposure FRMU/DB Prepare Hedge Strategy Accept/Reject Strategy FRMC/PMB Execute Trades FRMU Confirm and Record Trades Accounting Update Exposure File FRMU/DB Update Internal Hedge Rate Figure 1 a financial institution. In reality, this process would be quite dynamic and would require continual oversight and monitoring to ensure adherence to financial regulations and to see that the practice of hedging does not inadvertently increase DND’s foreign currency exposure. It should be noted that a key benefit of this process would be greatly improved senior management visibility into the Department’s monthly cash flows and would result in more informed financial decision-making. IV – Conclusion T when applied within the context of selective hedging strategies on the DND budget.12 Implementing the practice of hedging to reduce the risk associated with foreign currency exposure could be accomplished under the auspices of the Government of Canada’s Management Accountability Framework and Modern Comptrollership 13 modernization initiatives, and could thereby contribute to the DND’s culture of management and leadership excellence. Similarly, other Canadian Government departments, as well as other nations, could benefit from the application of a private sector foreign exchange risk management framework. his article has examined the financial risk associated with DND’s foreign exchange exposure and has The authors gratefully acknowledge the financial proposed implementing the practice of foreign currency support provided by the Department of National Defence. hedging by using forward contracts to mitigate the risks We also acknowledge the assistance associated with foreign currency exposure. provided by the staff of the Directorate We then suggested a financial risk “There are of Managerial Accounting and management framework that describes how Comptrollership, the Material Group the practice of hedging might look if it some interesting Comptroller and the Director Budget were implemented in DND, to include possibilities for future Strategic Finance and Economic Analysis the high-level structure and procedures. research with within the Canadian Department of There are some interesting possibilities for National Defence Headquarters as well future research within DND and the wider in DND and the as the Office of the Treasurer of the Canadian public sector. For example, it wider Canadian New Zealand Defence Forces. would be worthwhile to apply and quantify public sector.” the impact of using forward contracts and other financial derivatives, such as options, Winter 2005 – 2006 ● Canadian Military Journal 65 REFERENCES — Allayannis, George, Ihrig, Jane, Weston, James P. Exchange-rate hedging: Financial versus operational strategies. The American Economic Review, Vol. 91 (2), May 2001, pp. 391-395 — Doukas, John, Arshanapalli, Bala. Decision Rules for Corporate Management of Foreign Exchange Risk. Journal of Multinational Financial Management Vol. 1(2), 1991, pp. 39-49 — Allayannis, George, Ofek, Eli. Exchange rate exposure, hedging, and the use of foreign currency derivatives. Journal of International Money and Finance 20, 2001, pp. 273-296 — Froot, Kenneth A., Scharfstein, David S., Stein, Jeremy C. Risk Management: Coordinating Corporate Investment and Financing Policies. 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Journal of Financial Economics 60, 2001, pp. 401-448 — Canada, Government of, Department of National Defence, Defence Management System Manual, 2002 — Canada, Government of, Department of National Defence, Economic Model, Ottawa, Canada, 1985-2002 — Canada, Government of, Department of National Defence, Resource Managers Guide, Ottawa, Canada, 2000 — Canada, Government of, Estimates Parts I, II and III, The Government Expenditure Plan and The Main Estimates, Various Years — Canada, Government of, Department of Justice, Financial Administration Act (R.S. 1985, c. F-11 ), Part IV Public Debt Sub-section 45.1, Contracts and Agreements, 30 April 2003. [http://laws.justice.gc.ca/en/F-11/index.html] [Accessed 16 December 2003] — Canada, Government of, Department of National Defence, Integrated Risk Management in Defence, Ottawa, Canada, 2001 — Canada, Government of, Senate Standing Committee on National Security and Defence, Update On Canada’s Military Financial Crisis, November 2002 — Groshek, Gerald M., Felli, James C. Foreign exchange and lost opportunity in the US Department of Defense. Journal of Multinational Financial Management 10(2000), pp. 73-89 — Joseph, Nathan L., “Hedging Foreign Exchange Risk: How Does it Work in Practice?” Long Range Planning, Vol. 32 (1), (1999), pp. 75-80 — Klien, Daniel P., Katschka, Gus. On the Use of Different Markets to Control for Currency Fluctuations: Implications for Corporate Hedging Practices. Journal of Multinational Financial Management Vol. 2 (2), 1992, pp. 77-94 — Lewent, Judy C., Kearney, A. John. Identifying, Measuring, and Hedging Currency Risk at Merck. Journal of Applied Corporate Finance Vol. 2, 1990, pp. 19-28 — Levi, Maurice D., and Serçu, P. Erroneous and Valid Reasons for Hedging Foreign Exchange Rate Exposure. Journal of Multinational Financial Management Vol. 1(2), 1991, pp. 25-37 — Main, Shehzad, L., Evidence on Corporate Hedging Policy. Journal of Financial and Quantitative Analysis Vol. 31, No. 3, Sep 1996, pp. 419-439 — Marshall, Andrew P. Foreign exchange risk management in UK, USA and Asia Pacific multinational companies. Journal of Multinational Financial Management Vol.10, 2000, pp. 185-211 — Morey, Mathew R., Simpson, Marc W. To hedge or not to hedge: the performance of simple strategies for hedging foreign exchange risk. Journal of Multinational Financial Management Vol.11, 2001, pp. 213-223 — Canada, Government of, Treasury Board of Canada Secretariat, Integrated Risk Management Framework, Ottawa, Canada, 2001 — Nance, Deana R., Smith, Clifford W. Jr., Smithson, Charles W. 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According to the Treasury Board (2003) the principle of integrated risk management is a key component of both Modern Comptrollership and the Management Accountability Framework. Canada, Financial Administration Act, 2003. The United Kingdom Ministry of Defence enters into forward contracts annually with the Bank of England to cover the majority of its foreign exchange requirements for the upcoming year. (UK MOD, Annual Report and Accounts 2002/2003). The New Zealand Defence Forces uses forward currency contracts as part of its normal operations. It enters into foreign currency contracts to hedge 6. 7. 8. 9. short-term foreign currency transactions. (New Zealand, Departmental Forecast Report for the year ending 30 June 2004). For elaboration, see Lewent and Kearney, Froot et al., Bodnar et al., Joseph, Allayannis and Ofek, and Brown at References. Source: DND Accounting System. For elaboration, see Main and Géczy et al. at References Sixty-six percent of the total foreign expenditures are derived from the capital acquisition and national procurement budgets, another 12 percent is associated with grants and contributions made to foreign agencies and alliance obligations, while 11 percent is related to the cost of operating in foreign locations. 10. 11. 12. 13. Defence Management System, Chapter 9 Part 2, Contingency Cost Allowance, 2002. Forward contracts greater than one year were excluded as the accuracy of the exposure forecast deteriorates and the risk of the exposure not materializing increases (Brown, 2001). See Morley and Simpson at References for amplification. Modern comptrollership is a shift from a primarily financial focus to a broader perspective involving the sound management of all resources through informed, effective decision-making. This new focus is to be achieved by shifting the managerial emphasis from controls and compliance to results and values. (Canada, Treasury Board, 2001). Canadian Military Journal ● Winter 2005 – 2006